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\paragraph{ESSENCE Mini-Project}
\begin{itemize} \item two responders, one anchor, one challenger
\item block 1: brainstorm
\begin{itemize}\item filled out toulmin structure (challenger in project view) + features \item feature list evaluation (anchor in process view) 
\end{itemize}
\item block 2: SWOT analysis (anchor in process view)
\begin{itemize} \item prioritized features \item made prototypes \item technology affordance (responder in product view)
\end{itemize}
\item block 3: ready for presentation
\begin{itemize} \item finished toulmin structure \item finished prototype (responders)
\end{itemize}
\item experienced creativity barriers: confused about ceremony, e.g. roles and views
\item overall negative impressions
\item method should be trivial to use, so that it does not get in the way
\item exercise completely artificial and makes for unfair grounds for evaluation of method
\item ESSENCE does have good qualities (in theory): minimal degree of order to chaos, visualization, roles to remove creativity barriers; anxiety of negative evalutation, idea fixation


\end{itemize}
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\begin{enumerate}
\item{ Views} 
\begin{itemize}
\item Views are used to analytically separate the efforts in to various concerns
\item Minimal degree of order to creative chaos - visualization
\item Paradigm \begin{itemize} \item sees product or service being developed from outside \item primary view when developing or expanding ideas \item scenario development, user perspective  \item refuge for ideas until worth has been proven\end{itemize}
\item Product \begin{itemize}\item sees product or service from inside with focus on how to build it \item architecture, components etc. \item gives overview of the technical aspects of the solution \item focused at implementation \item investigate feasability issues\end{itemize}
\item Project \begin{itemize}\item serves planning purposes \item tasks are represented and their progress, deadline is updated \item project vision is developed and maintained (overall goal of body of efforts, could be summarized in toulmin structure)\end{itemize}
\item Process \begin{itemize} \item selection and application of methods for idea development \item overview of methods techniques and tools for idea generation and maturation\item research evaluation (e.g. SWOT, PMI)\item represent information that does not naturally belong to any of the other views (caveeats, things to remember)\end{itemize}
\end{itemize}
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\item{ Roles}
\begin{itemize}
\item invite team members to play diverse parts in the creative process
\item roles designed to keep hierarchi flat and reduce anxiety of negative evaluation
\item main strategy in essence for building and sharing an understanding of needs and options among team members
\item Child \begin{itemize}
\item reflection on needs and opportunities over compliance with customer requirements
\item only fleeting essence role (everybody can take on child role, but it is not permanent like Anchor etc. )
\item wild ideas at inconvenient times without concern for feasiblity
\item activities: playing, detailing, evaluation, idea maturation (basically challenging what is and what could be)
\item diminish fixation problems 
\end{itemize}
\item Challenger \begin{itemize}
\item prioritization, decision and acceptance of solutions (traditional: project manager, agile: onsite customer)
\item acts on behalf of stakeholders
\item provides information on application domain when developers need it
\end{itemize}
\item Responder \begin{itemize}
\item main access to technological knowledge
\item creates prototypes and technical solutions based on the combined knowledge of the entire team
\item points to technological opportunities and threats
\item assists challenger in prioritizing and chosing between alternatives
\end{itemize}
\item Anchor \begin{itemize}
\item main facilitator of project
\item deals with external stakeholders
\item ensures that the team is functional and sheltered from disturbance
\item master of ceremony (ensures roles and views are enacted)
\item take key responsibility in research and idea evaluations
\end{itemize}
\end{itemize}
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\item{Toulmin structure}
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\item{The innovative software product}
\begin{itemize}
\item characteristics of innovative software and ``innovation profile''
\item global vs local novelty and radical vs incremental innovation (radical is rare, e.g. command line OS to windows)
\item innovation (invention + exploitation + diffusion) = social change  (impact delay!)
\item hierarchical layering of innovations (OSI model, gaming: many small advances build on top of one another )
\item 5 levels of innovation: 1 routine - .. - 5 rare scientific discovery
\item utility forms \begin{itemize} \item infrastructure for computing (OS, protocol) \item technology enabling \item user service (skype)\item business change enabling \item interaction and communication (facebook) \item entertainment (WoW)
 \end{itemize}
\item major components of innovation profile (of software product)
\begin{itemize}\item user community \item novelty \item utility \item social change \item technically innovative (digitalization or tech convergence in context of tech trajectory) \item necessary infrastructure is in place and ready
\end{itemize}
\end{itemize}
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\item{Innovation trajectories and windows}
\begin{itemize}
\item important concepts \begin{itemize} \item infrastructure (adopted innovation becomes new installed base) - example: Skype \item technology trajectory (historical direction, can be predicted - right time right place) - example: Music \item technology convergence (technologies come together and integrate in innovative product) example: Iphone\item innovation window - the time box where innovation is possible (prerequisites and competetion)  
\end{itemize}
\end{itemize}
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\item{The innovative software process}
\begin{itemize}
\item Linear vs iterative innovation process models (begins with idea, light bulb)
\item ESSENCE is not dependent on an idea for starting point, rather idea generation is focus throughout project duration
\item some elements of agile development furthers innovation (bureaucracy is known creativity barrier)
\item market driven innovation vs technology driven innovation
\item 6 innovation process strategies
\begin{itemize} \item creative requirements analysis (include users and try to make them think creatively)\item designed process framework (ESSENCE) \item low tech prototyping (low tech - picture --- code prototype - high tech) \item user driven software innovation (base innovation on lead user: information difficult to transfer from user to manufacturer, sticky information) \item community development and the open source model (linux, developers are the lead users) \item research prototype (mix of private and public funding, grouping of organizations into consortiums, development of working prototypes - demonstraters)
\end{itemize}
\end{itemize}
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\item{The creative software developer}
\begin{itemize}
\item creativity as the developer's mental process \begin{itemize} \item preparation, incubation, intimation, illumination, verification \item a lot of the creative process resides in the unconscious
\end{itemize}
\item creativity as a set of personal competences \begin{itemize} \item problem solving (internal focus), recognize opportunity (external focus) \item competences: \begin{itemize} \item cope with poorly defined problem\item capable of unconventional thinking \item self motivated \item show persistence \item display heuristic rather than algorithmic thinking \end{itemize} \item these competences are not innate, but can be learned \item overview is an important competence
\end{itemize}
\item creativity as a style of thinking - 4 innovative styles of thinking \begin{itemize} \item visioning (use intuition to focus on idea) \item exploring (look for solution in unexpected place)  \item experimenting (meticulously follow a seris of alternatives applying trial and error) \item modifying (work with existing ideas) \item teams can combine people with diverging creativity patterns
\end{itemize}
\item creativity as meta thinking: recognizing unconsious predispositions
\begin{itemize} \item innate thinking patterns can be thought of as mindset (break vertical thinking: de bono)
\end{itemize}
\item creativity as whole brain thinking: beyond rationality
\begin{itemize} \item left brain (logic) - right brain (feeling) \item focus on developing left brain
\end{itemize}
\item creativity as a state of mind
\begin{itemize} \item flow: personal, communication with team is a threat if people are too much in flow
\end{itemize}
\item creativity as a relationship between the developer and the outside world
\begin{itemize} \item culture, individual (personal background), field (society)
\end{itemize}
\end{itemize}
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\item{The innovative software team}
\begin{itemize} \item dysfunctional team, functional team, innovative team \item{creativity barriers}
\begin{itemize} \item workload/time pressure \item stress \item rigid work practices \item bureaucracy \item reward systems that penalize mistakes \item routine work
\end{itemize}\item dysfunction \begin{itemize} \item destructive dominance \item freeloading (reverse) \item conformance (emergence of group norms) \item conflict avoidance \item destructive conflict (reverse) 
\end{itemize}\item roles: plant (ideas), coordinator, implementer etc. \item team must be composed of appropiate roles: noone knows what this is \item group interactions: free, facilitated, by technique \item team learning \begin{itemize} \item fast collective team learning = agility \item coplien's top ten software practices \begin{itemize} \item unity of purpose \item engage customers \item domain expertise in roles \item distribute work evenly \item mercenary analyst \item firewall (shield) \item architect controls product \item function owner and component owner \item architect also implements \item developer controls process \end{itemize}
\end{itemize}
\end{itemize}
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\item{Innovation and community} 
\begin{itemize} \item conjunction of people, ideas and expertise involving both co-operation and competition (example: scientific conference)\item knowledge is a social process \item Nonaka: knowledge conversion process (between \emph{tacit} and \emph{explicit} knowledge) \begin{itemize} \item socialization, externalization, combination and internalization\end{itemize} \item communities: virtual (linux), physical (silicon valley) \item hybrids of private and open innovation communities \begin{itemize} \item LEGO mindstorms: peering, sharing, openness, global\end{itemize} \item 3 types of open innovation process \begin{itemize} \item outside in (external knowledge and tech is brought into company from outside)\item inside out (unused tech are introduced to market from within company) \item coupled process \end{itemize}
\end{itemize}
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\item{Creativity tools and techniques}
\begin{itemize} \item repetoire vs selection, tools (software) and techniques (abstract procedure) \item tools could be something like a mockup-tool. This allows the developer to try out different things in an inexpensive way \item video conference is tool supported \item support tools for escaping routine work (LinqToSQL) \item creativity techniques \begin{itemize} \item brainstorm \item Lateral thinking \item swot analysis  
\end{itemize}
\item selection of creativity technique is difficult because of the many many existing techniques: classification schemes
\item starting repetoire for software developer \begin{itemize} \item brainstorming \item backward mapping (start by imaging the finished perfect software) \item SCAMPER (substitute, combine, adapt, magnify, put to other use, eliminate, rearrange)\item six serving men (what, why, when, how, where, who) \item six thinking hats (white hat: facts, red hat: emotions, black hat: caution, yellow hat: positive, green hat: ideas, blue hat: control) \item vision box \item elevator test
\end{itemize}
\end{itemize}
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\item{Software innovation evaluation}
\begin{itemize} \item personal and group creativity \begin{itemize} \item psycometric testing: determines personal innovation style 
\end{itemize} \item innovative software product assessment (evaluation perspective and creativity dimension)
\item work environment assessment WEI: 6 parameters: freedom, challenging, sufficient resources, supervisiory encouragement, work group support, org. encouragement \item huge problem with measuring: impact delay
\item assessment measure parameters: here and now vs long term, formal vs informal \item questionaire based on book
\end{itemize}
\end{enumerate}
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